Managing Successful Programmes 2007

Andy Taylor

APM Group Ltd.Chief Examiner for MSP™

MSP™ is a trade mark of the Office of Government Commerce

Based on OGC’s MSP™ material, unless otherwise stated

Questions?

Why?What?When?

Who?Where?How?

Programme Management: What is it?Why should you use it?

Managing Successful Programmes (MSP™)

Programme Management?

“The action of carrying out the coordinated organisation, direction and implementation of

a dossier of projects and transformation activities (i.e. the Programme) to achieve outcomes and realise benefits of strategic

importance to the business.”MSP™ 2007

Why not big project management?

• Projects Work – usually!Deliver – outputs

But theyDon’t deliver the benefitsDeal with business as usualSee the wider context, e.g. interdependencies

Projects or Programmes or Portfolios?

One and all!

Projects may need programmesProgrammes will always have projects ++Portfolios will have projects and programmes ++

Project, Programme and Portfolio

• Projects– Thrive on certainty– Shorter timeframe– Well-defined outputs to TCQ– Fit for purpose– Enable benefit realisation

• Corporate Portfolio– Corporate strategy focus– Vision for entire organisation– Timescales not defined– Combination of major projects

and programmes– Business case?– Organisational benefits linked

to organisational goals

• Programmes– Collection of projects and

other non-project activities– Less certainty– Longer timeframe (but has

end point)– Clear vision but not of the

route to it– Benefit realisation

dominates– Business case designed for

benefit realisation– Manages interdependencies– Strong stakeholder

engagement

Why use Programme Management?

• Benefits realisation• Board level support• Weak leadership• Unrealistic expectations of the organisational capacity

and capability for change• No real picture of the future• Poor communication of vision• Failure to change organisational culture• Poor stakeholder engagement

Why MSP™?

• Proven programme management good practice• Has been shown to deliver transformational change

successfully• Suitable for both public and private sector• Provides a flexible framework• Adds structure and formality as necessary and

appropriate• Aids the understanding of key issues …• … and hence helps to manage them more effectively

What is MSP™?

• Best practice • Links to PRINCE2™ and MoR®• Read across from ITIL®• Consists of three core concepts:

– A set of Principles– A set of Governance Themes– A Transformational Flow

ITIL® and M_o_R ® are Registered Trade Marks and Registered Community Trade Marks of the Office of Government Commerce

PRINCE2™ is a Trade Mark of the Office of Government Commerce

Business Case

Ris

k &

Issu

eM

anag

emen

t

Establish

Leading change

Key

Lear

ning f

rom E

xper

ience

Remaining aligned with corporate strategy

Envi

sion

ing

and

com

mun

icat

ing

a

bette

r fut

ure

Focusing on benefits and

threats to them

Adding value

Designing and delivering a

coherent capability

Quality

Manag

emen

t

Organisation

Vision

Leadership &Stakeholders Engagem

ent

Bene

fit Re

alisa

tion

Man

agem

ent

Blueprint Delivery

& DesignPlanning &Control

Closing aProgramme

Defining aProgramme

Identifying aProgramme

Managing theTranches

Rev

iew

&

Prep

are

Delivering theCapability

Realisingthe Benefits

Inner CircleSecond RingOuter Ring Principles

Governance ThemesTransformational Flow

©Crown Copyright 2007 Reproduced under licence from OGC

MSP™ Framework and Concepts

MSP™ Principles

• Applied throughout the programme to help the programme to achieve its objectives:

– Remaining aligned with corporate strategy– Leading change– Envisioning and communicating a better future– Focusing on benefits and threats to them– Adding value– Designing and delivering a coherent capability– Learning from experience

MSP™ Governance Themes

• Governance is the control framework through which programmes deliver their objectives

• A programme needs – Clear and open governance– To negotiate resources– To adjust to changing organisational contexts– To deliver its outcomes and benefits

• The need for Governance over change is manifested in two ways :– Control and ownership of the transformation programme– Control and ownership/stewardship of the organisation as a

corporate entity

Governance Framework

An effective governance framework consists of:– Organisation– Vision– Leadership and stakeholder engagement– Benefits Realisation Management– Blueprint design and delivery– Planning and control– The Business Case– Risk management and issue resolution– Quality management

• All these should be woven into the fabric of the programme

RealisingThe Benefits

Establish

PolicyStrategyVision

MandateIdentifying a Programme

Programme Brief

Programme Definition,

Control Framework, and Plans/Schedules

Completion of programme, final lessons learned

Delivery of new or enhanced operational capability

Closing a Programme

Defining a Programme

Delivering the Capability

Managing

the Tranches

Revie

w &

Prep

are

MSP™ Transformational Flow

©Crown Copyright 2007 Reproduced under licence from OGC

Identifying a Programme

• Clarification of what is to be achieved and the desired benefits

• Management decision to be made as to whether the programme is desirable and appropriate

• Commitment to the investment and resources required to proceed to the next process of Defining a Programme

• Confirmation that the change should be managed as a programme

Defining a Programme

• What is the programme going to do• How is it going to do it• Who is involved• How will it be controlled• The justification for going forward

Managing the Tranches

– Risks– Issues– Communications– Maintain strategic alignment– Information and asset

management

– Manage resources including people– Procurement, contracts

management– Monitor, report and control– Audits– Transition and stable operations

• Implement the defined governance for the programme• Ongoing management of the programme:

•Prepare for next tranche

•End-of-tranche review and Close

Delivering the Capability

• Start projects• Engage stakeholders• Align projects and benefits realisation• Align projects with programme objectives• Manage and control delivery

– Monitor and control progress– Manage risks and resolve issues

• Close projects

Realising the Benefits

• Manage pre-transition– The analysis, preparation and planning for business

transformation

• Manage transition– Delivering and supporting the changes

• Manage post-transition– Reviewing progress, measuring performance and adapting to

change

Enabler

Time

1

2

34

5

6

75

Benefit Baseline

MeasurementBenefit Realisation

Pre-Transition Transition Post-Transition

Outcome Embedded Change

Business Change Management

Sustained Business Operations

Deliver Capability

Project

Output

Realise Benefits

Project Management

©Crown Copyright 2007 Reproduced under licence from OGC

Realising the Benefits

Closing a Programme

• Formally recognise the programme has completed• Realised some benefits• Review programme• Update and finalise programme information• Feedback to policy and strategy• Confirm ongoing support is in place• Confirm closure• Disband programme

RealisingThe Benefits

Establish

PolicyStrategyVision

MandateIdentifying a Programme

Programme Brief

Programme Definition,

Control Framework, and Plans/Schedules

Completion of programme, final lessons learned

Delivery of new or enhanced operational capability

Closing a Programme

Defining a Programme

Delivering the Capability

Managing

the Tranches

Revie

w &

Prep

are

MSP™ Transformational Flow

©Crown Copyright 2007 Reproduced under licence from OGC

When is MSP™ appropriate?

• Depends on – The nature of the change expected– The focus of change envisaged– The predictability of the outcome

• Types of programme:– Specification-led programmes– Business transformation programmes– Political and societal change programmes– Routine updates, business-as-usual, management

coordination

Who should use MSP™?

• Any organisation (public or private sector)

– Which sees projects successfully delivered but not going on to deliver the appropriate benefits

– Which wants to develop their project management maturity into a more organisational programme management context

– Which has to deliver transformation

… and for the people involved?

• Qualifications accredited by UKAS• Internationally recognised

– UK Australia New Zealand– USA The Netherlands Spain– India Singapore Italy– France South Africa

• Sectors include:– financial health care all public sectors – retail consultancy international development organisations

• Examinations available– Foundation– Practitioner– Advanced Practitioner– Registered Consultant

Where to use MSP™?

• Vision-led programmes

• Emergent programmes

• Compliance programmes

How does MSP™ deliver?

Project Output(e.g. e-commerce system)

Business Change(e.g. preparations and training)

Outcome(e.g. new systemoperational takingorders)

Intermediate Benefit (e.g. increased e-orders)

End Benefit(e.g. increased sales revenue)

StrategicObjectives(e.g. increased profitability)

Project Manager prepares

Business Change Manager prepares

Project Manager delivers

Business Change Manager delivers

Programme delivers

Boss delivers

©Crown Copyright 2007 Reproduced under licence from OGC

What sort of benefits can MSP™ deliver?

ExampleValue Type Definition

Cashable Non-cashable

Definite Value may be predicted with certainty

Reduced costs Fewer steps in process

Expected Value may be predicted on the basis of historical trends and high levels of confidence

Increased sales Quicker performance of tasks

Anticipated Benefit is anticipated but value not reliably predicted

Lower insurance premiums

Greater customer satisfaction

Intangible May be anticipated but difficult to substantiate. Proxy measures may give evidence.

Improved image (Proxy: number of positive testimonials)

Tangible

©Crown Copyright 2007 Reproduced under licence from OGC

Embedding MSP™?

• Culture– Board-level sponsorship and visibility as champions– Organisational competence– Induction programme– Education and awareness– Organisational fit

• Roles– Programme and project management champions– Change management roles (BCM)– Programme and project office roles

What changes from MSP™ 2003 to 2007?

• Realisation of benefits still the focus• Ownership and responsibility still sit with the SRO• Embedding and reviewing effective programme

management still key to successful delivery• Defining a framework for organisation and

governance still important• MSP™ must still be tailored to suit the environment,

the type of programme and the needs of the programme

• Programme still fits into a hierarchy (strategic, programme, project, operational) of interlinked objectives for the organisation

What changes from MSP™ 2003 to 2007?

• The presentation of the Transformational Flow with Principles and Themes

• Additional information on documentation and responsibilities

• Guidance on Health Checks for programmes• Guidance for embedding MSP™ successfully assessed

by the use of P3M3 maturity model

Overall – 2003 edition was good2007 edition is better!

Conclusions

• MSP™ is valid for most organisations embarking on transformational change programmes

• MSP™ provides an excellent flexible framework within which benefits can be managed and realised effectively

• MSP™ can begin to realise the benefits of the organisation’s investment not only in programme management but in project management too

Conclusions

“OGC’s MSP™ guidance has always been at the leading edge of theoretical knowledge and best practice in

the emerging discipline of programme management. The enhancements delivered by this refresh will enable

those who adopt the framework to improve their programme management capability and maturity and increase their ability to realise long and short term

benefits throughout their organisations.”

Dr David Partington(Cranfield School of Management)

Thank you

Enjoy using MSP™!